E-mails, digital meetings, LinkedIn messages - in today's working world, it is difficult or even impossible to escape the constant digital barrage. This is particularly true for managers, as they are subject to different requirements than employees. Being available until late in the evening or even at weekends is not uncommon, and the boundary between work and private life is often permeable. In addition, there is also a certain tendency towards self-exploitation: the great will to shape things in an often highly political environment, the enjoyment of power and responsibility and the pronounced work ethic, even to the point of self-endangerment, are just a few examples of this. For these reasons, resilience - and currently digital resilience in particular - is a critical aspect of leadership. This makes it all the more important that managers also pay attention to their own leadership, namely that of their own mental and emotional inner world. This is the key to being able to act with lasting resilience in the digital world of work.

Did you know that by far the largest program to enhance resilience has been launched by the US Army in 2009? With a budget of 140 million US dollars the initiative “Comprehensive Soldier and Family Fitness” aims to increase the mental and emotional strength of soldiers being deployed in war zones.

Resilience: good self-management in the times of Corona

How It All Began
How do people manage to develop their full potential under the most difficult circumstances? And what can managers learn from these people? We have spent over a decade researching and working with countless managers to identify the individual factors that have a positive or negative impact on their crisis resilience. And we developed a scientifically sound procedure to measure the protective and risk factors, because skills can only be strengthened if they are recognized as relevant and if can be influenced. We are now in a position to present initial research data that provides exciting insights into the connection between crisis resilience and management careers.

I have long been fascinated by the fact that some people bounce back and eventually thrive when confronted with a situation of own failure while others crack or permanently suffer. While at first this was a purely abstract and intellectual interest live gave me the chance to make my own experiences with failure. 

Modern working life can often be stressful and challenging. People experience external challenges as a burden when they feel they have no control over them and do not believe they have sufficient resources to cope with the stress of everyday life. But there are ways in which you can make your working day stress-free.

The rapid technological change brought about by the digital transformation, the flood of ambiguous information, a large number of vacancies to be filled and an increasing shortage of skilled labour are just a few examples of how the demands of the modern working world are constantly increasing. This leads to mental and/or physical overload for employees and managers.

We hear and read a lot about topics such as "self-management", "mental health", "resilience" and "inner world". We are looking for help to better cope with today's demands. A recent study by Techniker Krankenkasse shows that a third of Germans sometimes feel stressed and a quarter even feel this way frequently.

Wherever people come together or work together, conflicts can arise. But the healthy handling of 
conflicts can be trained.

Resilient individuals demonstrate durability and not only navigate through crises unscathed but often emerge from them even stronger. Coach Harald Gabriel explains the role of one's life story in enhancing personal resilience.